Motivation and Job Satisfaction - Literature review Example

Motivation and Job Satisfaction Table of Contents Job Satisfaction and Motivation 3 Job Satisfaction 6 References 8 Job Satisfaction and Motivation According to Pizam (2005), the theory of motivation is based on two theories which include content theories and process theories. In content theories, the theory of motivation emphasizes factors that are internal, which aids in directing as well as energising behaviour of an individual. The important content theories of motivation includes Alderfers ERG theory (1969), McClellands learned needs (1960), Maslows hierarchy of needs (1943) and Herzbergs motivator-hygiene theory (1959). The theories are developed with the intention of determining the aspiring factors that are accountable for building motivation amid employees. Pizam (2005) noted that process theories are based on certain theories that include expectancy theory (1964), goal-setting theory (1990), cognitive evaluation theory, equity theory and reinforcement theory (1974). The process theories assist in having adequate understanding about the factors accountable for motivations and determining cognitive processes of an individual (Pizam, 2005). The definition of motivation has been identified to be explained by different authors in different context. According to Singh & Tiwari (2013), term motivation is defined as a method, which accounts the intensity, direction along with determination of practices of an individual towards a postulated goal. According to the study, it has been perceived that the degree of motivation of any individual or group varies in accordance with various influencing factors such as type of practices and time. Theory of motivation comprehensively includes three key determinants, including intensity, direction and persistence (Singh & Tiwari, 2013). Moreover, the study of Brown & Sargeant (2007) also suggests that term motivation is often characterised into two major categories such as extrinsic and intrinsic motivation. The concept of extrinsic motivation denotes the rewards that are tangible, including monetary benefits, promotion, security and conditions among others. On the other hand, the concept of intrinsic motivation significantly defines the intangible rewards such as psychological appreciation, promotional rewards along with various types of approvals and admirations among others (Singh & Tiwari, 2013; Brown & Sargeant, 2007). In a sociological context, the theory of motivation is defined differently than the other area of interest. In this context, Zalenski & Raspa (2006), motivation is defined as a way where an individual is satisfied by addressing his/her different types of basic needs in his/her day-to-day life. The author in this regard has critically stated that the theory of Abraham Maslow significantly defines the actual sense of individual motivation. The Maslow’s hierarchy of needs was developed in the year 1943.With reference to the study made by the author, it has been perceived that the Maslow’s theory about hierarchy of needs significantly encompasses the key five segments leading to motivate an individual. According to Maslow’s theory of motivation, it fundamentally represents that the needs are hierarchical wherein an unsatisfied lower need have major influence in an individual’s thinking. The theory also represents that by the fulfilment of lower level needs, individuals are more likely to address the next level surface (Zalenski & Raspa, 2006). The hierarchy of needs as per developed by Maslow, has been represented hereunder. Maslow’s Hierarchy of Needs Source; (Zalenski & Raspa, 2006) Correspondingly, Korzynski (2013) stated that the hierarchy of needs could be evaluated to assess the motivational needs of the employees in an organisational. According to the author, it has been critically identified that individuals are more often motivated by unsatisfied needs (Korzynski, 2013). The lower level needs in the Maslow’s needs hierarchy relating to psychological and safety factors are more likely to be satisfied prior to accomplishing higher-level needs such as love/belonging, esteem and self-actualisation. According to the study, it has been perceived that these needs are merely addressed through satisfactory relationships or building connections with people interacted (Korzynski, 2013). In this regard, it can be stated that the satisfaction of basic psychological needs of the employees can substantially enable an organisation to keep its employees motivate with their job roles in the current competitive market scenario. According to Mougbo (2013), The performance of employees significantly depends on numbers of factors including employee motivation, employee satisfaction, performance appraisals, compensation, training and development (T&D) along with adequate security of job role and organizational structure among other factors (Muogbo, 2013). Motivating employees is one the key areas of organisational behaviour that enables not only to improve individual performance, but also facilitate organisations to build long-term relationship. In this regard, the study also reveals that ensuring employees to meet their needs associated with their psychological factors can substantially improve their productivity within an organisation (Mougbo, 2013). Job Satisfaction In the context of employee job satisfaction, the theoretical implications have major influence on the organisations (Brown & Sargeant, 2007). In this regard, the empirical study made by Brown & Sargeant (2007) critically reveals that employee above 45 years of age is more likely to be satisfied with their job roles due to their fulfilment of intrinsic motivational factors such as psychological and behavioural satisfaction in the workplace. However, the other groups of workforce between the age group of 25 to 35 years are more likely to be satisfied due to their completion of extrinsic motivational factors such as wage, promotion, security and other tangible rewards (Brown & Sargeant, 2007). In this regard, the study also reveals that the level of motivation for each individual employee further varies in accordance with the differences in the organisational commitments. Consistent support from the superiors or other members within the workplace can be witnessed to have major relationship between organisational commitment and age, wherein the employees within the age group of above 45 years are often highly committed with an organisation than the members between the age group of 26 to 35 years (Brown & Sargeant, 2007). In a similar context, Farr (1977) also revealed that the Hertzberg’s two-factor theory of work motivation has also a major theoretical concept that determines the different areas influencing employee motivation. The theory was published by Frederick Herzberg during the year 1959 through a book named ‘The Motivation of Work’. According to the qualitative study of the author, it has been perceived that the theory of Motivation (M) and Hygiene (H) developed by Hertzberg critically defines that the environment of the workplace has radical influence on the employees to be motivated (Farr, 1977). Similarly, the empirical study of Harell & Daim (2010) critically identified that the social-psychological motivational factors such as variety of tasks, continuous growth or development, sense of accomplishment, interaction or relationship and power or respect are few of the key motivational factors accountable for motivating employees within organisation in the present day context. However, these social-psychological factors are often recognised to be highly influenced by the degree of satisfaction of the tangible motivational factors such as wage or salary, reward and recognition, and working environment of the workplace among others (Harell & Daim, 2010). In this respect, Gardner (1977) critically analysed that Herzberg’s two-factor theory of employee motivation has also a major influence on the workers to be motivated and increase their level of productivity. According to the observation, it has been ascertained that the M-H theory of Herzberg’s two factors model is fairly validated in terms of identifying the actual motivational level of the employee within the workplace (Gardner, 1977). References Brown, D. & Sargeant, M. A., 2007. Job Satisfaction, Organizational Commitment, and Religious Commitment of Full-Time University Employees. Journal of Research on Christian Education, Vol. 16, pp. 211-241. Farr, R. M., 1977. On the Nature of Attributional Artifacts in Qualitative Research: Herzbergs Two-Factor Theory of Work Motivation. J. Occup. Psychol, Vol. 50, pp. 3-14. Gardner, G., 1977. Is there a Valid Test of Herzbergs Two-Factor Theory? J. Occup. Psychol, Vol. 50, pp. 197-204. Harell, G. & Daim, T. U., 2010. HDM Modeling as a Tool to Assist Management With Employee Motivation: The Case of Silicon Forest. Engineering Management Journal, Vol. 22, No. 1, pp. 23-33. Korzynski, P., 2013. Employee Motivation in New Working Environment. International Journal of Academic Research, Vol. 5, No. 5, pp. 184-188. Muogbo, U. S. (2013). The Impact of Employee Motivation on Organisational Performance (A Study of some Selected Firms in Anambra State Nigeria). The International Journal of Engineering and Science, Vol. 2, No. 7, pp. 70-80. Pizam, A., 2005. International Encyclopedia of Hospitality Management. Routledge Singh, S. K. & Tiwari, V., 2011. Relationship between Motivation and Job Satisfaction of the White Collar Employees: A Case Study. Art 04, Vol. 7, No. 2, pp. 31-39. Zalenski, R. & Raspa, R., 2006. Maslow’s Hierarchy of Needs: A Framework for Achieving Human Potential in Hospice. Journal of Palliative Medicine, Vol. 9, No. 5, pp. 1120-1127. Read More